UNIT 7: THE DEVELOPING MANAGER

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LO1 Understand principles and practices of management behaviour Management
theory and styles: assumptions and drawbacks, classical theories, main contributors, the
influence of informal groups, hierarchy of needs, systems approach to management,
contingency approach, leading authorities Leadership characteristics: styles eg autocratic,
democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and
performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships
and stakeholders in the business Communication: communications processes, verbal, written,
non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective
communication Organisational culture and change: types of organisational structure and culture;
factors influencing changes in culture; types of change eg demographic, economic, legislative;
planned change theory; managing and measuring the effectiveness of change; sources and
types of power; change drivers
LO2 Be able to review own potential as a prospective manager
Self-knowledge and appraisal: skills audit eg management skills, leadership skills,
practical/technical skills, personal skills (eg interpersonal/motivational/communication skills),
organising and planning skills cognitive and creative skills; qualifications (current/planned),
strengths and weaknesses analysis; personal learning logs; personal development plans Own
potential:

aims,

objectives,

targets,

learning

programme/activities,

action

plan,

time

management, work scheduling, Specific, Measurable, Achievable, Realistic, Time-bound

(SMART) objectives, action planning, delegation, decision making, problem solving,
management/leadership styles, value awareness, conflict management, giving and receiving
feedback, influencing skills, self-confidence, positive thinking, communication, presentation,
team building and membership, mentoring, counselling, coaching, facilitation, learning cycle,
learning styles, action learning sets, management learning contracts, learning log, review dates,
achievement dates
LO3 Be able to show managerial skills within a business and services context
Roles: leading and motivating staff, communicating, team building, processes and stages in
team

development,

group

dynamics,

effective/ineffective

teams,

goals/objectives

Responsibilities: customer service, product and service knowledge and development; decision
making eg strategic, planning; managerial/operational control, problem solving; authority,
delegation and empowerment; effective working relationships with subordinates, peers,
managers

and

other

stakeholders

Context:

eg

hospitality,

travel,

tourism,

sports,

leisure,recreational industries
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UNIT 7: THE DEVELOPING MANAGER
LO4 Be able to create a career development plan for employment within a business and
services context
Career: relevant managerial skills eg communication, thinking, learning; personal skills eg
attitude, behaviour, responsibility, adaptability; aspirations, openings/opportunities Development
plan: career development, personal development, current performance, future needs

UNIT 7: THE DEVELOPING MANAGER

Learning outcomes and assessment criteria
Learning outcomes
On successful completion of this unit a learner will:

LO1 Understand principles and practices of management behavior

1.1 compare different management styles
1.2 discuss leadership characteristics
1.3 evaluate communication processes in selected businesses
1.4 analyse organisational culture and change in selected businesses
LO2 Be able to review own potential as a prospective manager
2.1 assess own management skills performance

2.2 analyse personal strengths, weaknesses, opportunities and threats

2.3 set and prioritise objectives and targets to develop own potential
LO3 Be able to show managerial skills within a business and services context
3.1 lead and motivate a team to achieve an agreed goal or objective
3.2 justify managerial decisions made to support achievement of agreed goal or objective and
recommendations for improvements
LO4 Be able to create a career development plan for employment within a business and
services context
4.1 explain how own managerial and personal skills will support career development
4.2 review career and personal development needs, current performance and future needs to
produce development plan
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UNIT 7: THE DEVELOPING MANAGER
This unit addresses a wide range of issues relating to management and it can be linked with all
the other units in the qualification. Tutors should seek to integrate this unit with others to
underpin the relevance of the issues being studied. This unit links with the following
Management NVQ units:
A1: Manage your own resources
A2: Manage your own resources and professional development
A3: Develop your personal networks
B5: Provide leadership for your team
B6: Provide leadership in your area of responsibility.
Essential requirements
A number of case studies and interviews (either written or audio-visual) must be used,
particularly when looking at learning outcomes 1 and 2. There must be an emphasis on

success, failure and risk so that learners can appreciate that this is intrinsic to many
entrepreneurial people and enterprises. It is important for learners to relate theory to observable
practice in an appropriate business and services context. Learners must be encouraged to
adopt an appropriate business and use it as a context within which to assess current practice,
apply theory and observe in a reflective way. These individual experiences can then be fed back
in group-learning contexts. Learners must be given a variety of simulations where business
propositions/solutions should be tackled in class discussions, debates and workshops.
Employer engagement and vocational contexts
A team of employers could be identified to support the different units. Employers could help
tutors, with for example, the planning of programmes of learning, or provision of visits, guest
speakers and mentors. They could also help to design assessment activities. Delivery of this
unit would be enhanced by employer engagement involving, for example, local travel agencies,
tourist attractions and particularly the local tourist board, and a resort rep/resort manager to
include the role of the manager overseas. Sustained links with travel agencies may support
further units as well as work placement opportunities.
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